Performance management
Performance management consists of two parallel processes. The first is the informal, day-to-day management of individuals and teams by their immediate line manager. The second is the formal framework within which the performance of individuals and teams is assessed and improved.
NCT accused of ‘racism’ by parenting practitioners
A union said that some of the National Childbirth Trust's practitioners were being “bullied” by the trust’s quality assurance procedures.
Security manager told to ‘grow up’ during cancer treatment
An employment tribunal in Birmingham ruled that Steve Pointon was subject to disability discrimination and constructive dismissal.
Performance: Why ‘rank and yank’ fell out of favour
KPMG has been using a ‘set distribution’ or ranking approach to assessing employees’ performance. Like annual appraisals, this strategy has fallen out of favour in recent years, but why?
A sixth of redundant staff say they were selected for being a parent
Law firm Slater and Gordon says some redundancy selection processes are unfair and employers are unlawfully making decisions based on protected characteristics.
How to influence emotions to get the best from employees
The ability to forge effective working relationships is more important than ever, with remote working now normal for many as a result of the pandemic.
Personnel Today Awards 2020 winners: NHS praised for Covid response
NHS England and Improvement has been crowned the overall winner at this...
How to break down silos between learning, engagement and performance
Learning, engagement and performance should be integrated – so why are they still treated as separate functions within HR teams, asks Lars Hyland.
Building skills the top priority for HR leaders in 2021
Gartner study also finds a lack of diversity is undermining confidence and trust in leadership.
Why management styles have to adapt for remote working
Widespread working from home is creating an imperative for teams to review and adopt different management styles. Paida Dube examines...
Compulsory retirement of partners in the Covid era
Compulsory retirement may be on the agenda as Covid exposes weaknesses in the boardroom. Ivor Adair looks at the risks for firms with a partnership structure.
Redundancies vs reduced hours: Juggling workloads through coronavirus
As furlough fades and redundancies rise, Jonny Gifford examines how workloads differ across the labour market and suggests how reducing...
How new job titles reveal radical shift in wellbeing thinking
The rise of new job roles is an indicator of the rapid transformations that businesses are undergoing as they adapt to a future with coronavirus.
How will your star teams perform now they’re working alone?
Your star performers, or ‘superchickens’, work better together. So how can organisations build social cohesion when everyone is working virtually,...
Coronavirus: What employers need to know (webinar)
ON-DEMAND | As the true impact of the Covid-19 coronavirus pandemic becomes apparent, employers are facing...
Employee engagement isn’t just HR’s responsibility
As UK employee engagement and productivity levels remain stubbornly low, Stuart Hearn explains why improving engagement levels is a job...
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